HID Operating Plan

2005 - 2008




Contents


About the HID operating plan................................................................................................. 3
HIDs Vision, Mission, Values and Priorities.......................................................................... 3
The Operating Environment .................................................................................................. 5
HIDs activities ......................................................................................................................... 8
Output Performance Measures ............................................................................................. 8
Major Hazard Strategic Programme...................................................................................... 8
FIT3 Strategic Programme.................................................................................................. 10
HID Core Work.................................................................................................................... 12
HID Budgets ........................................................................................................................... 15

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About the HID operating plan
HIDs work activities are informed by the HSC Strategy 2010 and Beyond and the Major
Hazards and FIT3 Strategic Programmes.
HIDs Vision, Mission, Values and Priorities
HIDs Vision

HIDs vision is to improve the health and safety of people:
by being an independent, expert, effective and a fair regulator of the offshore & onshore oil
and gas extractive industries, diving industries, the gas distribution network and pipelines, the
chemical and explosives industries and the mining industry;
and to be acknowledged as such by all our stakeholders, including ministers, employers,
employees, the public and fellow regulators.

HIDs Mission

HIDs mission is to ensure that the risks to health and safety of people from work activities in
the industries we regulate are properly controlled, doing this by ensuring compliance with the
law and promoting improvements in standards.

We will deliver our mission by:

working as an integrated and professional organisation;
ensuring that all our staff are competent and able to maximise their contribution to the
work of the Directorate, using all their skills and knowledge.

HIDs Values
OUR WORK

We aim to plan and organise our work in a realistic way to deliver effectively our contributions
to the HSC Strategy 2010 and Beyond and the Major Hazards and FIT3 Strategic
Programmes.
We will do this by discussing and agreeing with our staff the priorities for the Directorate,
being explicit about what will and will not be done in the light of the resources available and
when new priorities arise.

We will develop a quality culture within HID, applying the test of fitness for purpose to our
processes and procedures and looking continuously to improve and innovate.

In all our dealings with our stakeholders, we aim to be courteous, professional and helpful.
We seek to be consistent in our approach, whilst recognising the diversity in the industries we
regulate. We look first to persuade but will not hesitate to take whatever enforcement action
is necessary to protect employees and the public.

OUR STAFF

We recognise and celebrate the diversity of our staff and value the strength that diversity
brings to HIDs ability to deliver its mission.

We want our staff to be recognised both within and outside HSE as a highly effective and
professional force dealing with the health and safety risks in the sectors of industry we
regulate.

We aim to ensure that all our staff find the work they do satisfying and fulfilling, providing
opportunities for all staff to develop their skills and knowledge both within their existing posts
and by moving to different jobs.

We support the Executive Boards aspiration for permeability and will seek to overcome any
barriers to implementation.

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We will support staff in the decisions they take on day-to-day priorities and in their exercise, in
good faith, of discretion and professional judgement.

We seek to build a culture of trust in the Directorate where all staff deal with their colleagues
with honesty, courtesy and care.

We seek to achieve and maintain exemplary standards of health and safety for our staff.

Within HSE we want to acquire a reputation for competence and professionalism in our
management of ourselves and our staff and will develop our managers skills to this end.

We aim to be a learning organisation, learning form others and from experience, sharing
ideas and information, and open to and encouraging innovation.

CHANGE

We recognise that changing expectations and demands on the Directorate and our staff are
now an integral part of working life and will seek to manage that change so that it is
implemented quickly and effectively, minimising the disruption of staff.

To do this we will seek to anticipate, influence and respond to change in a proactive way.

COMMUNICATIONS

We aim to ensure information and views flow freely upwards, downwards and across our
Directorate.

We want all staff in HID to know what is going on, to play a part in making our plans and to
know how we are performing.

We will consult our staff on how to make our communications, both internal and external,
more efficient and effective meeting the needs of the recipient by being concise, clear,
relevant, helpful and targeted.

WORKING WITH STAKEHOLDERS

We will, in all our dealings with our stakeholders, seek to be courteous, timely, professional
and helpful.

We will work closely with key partners both within and outside HSE and use our influence
within the health and safety system to maximise the return on their and our efforts to improve
health and safety in the industries we regulate.

We will discuss with stakeholders their needs and priorities and share information. We will
work with them to anticipate developments in business practice, technology and legislation
and develop suitable approaches in advance.

We want to be seen by our various stakeholders as an open, fair, honest and effective
organisation.

HID PRIORITIES

The HID Management Board has agreed the following guidelines for determining the
Directorates priorities.

Our top priority is major hazard work for which there is a statutory requirement, including
assessment and verification of safety reports, safety cases mining, notices etc and any work
necessary to enable this to succeed such as process procedures and guidance of equal
priority is essential reactive work including major incidents and fatality investigation.

Next, in order of priority are:

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enforcement work which meets the commissions enforcement policy statement and is
compatible with the EMM,
investigation of other incidents which meet HID criteria,
inspection including sub COMAH sites and including key programmes, such as the
occupied building projects,
change projects in HID and land use planning work.

The Operating Environment
HID is responsible for enforcing health and safety legislation in offshore and onshore oil and
gas exploration and production, diving at work, underground mining, opencast coal sites,
onshore oil refining, the manufacture and storage of chemicals, including explosives and the
conveyance of dangerous substances by pipeline and road.

Via Corporate Topic Groups, HID is also responsible for undertaking primary regulation of
Dangerous Pathogens (DPs) and Genetically Modified Organisms (GMOs) as well as fire and
explosion prevention and pressure systems integrity.

Sectors

Chemicals & Downstream Oil:

The chemical industry is one of the UK's largest manufacturing industries and its products are
the basis for almost every manufacturing activity. The sector has faced increasing
international competition, particularly from the Far East (India, China, Korea & Malaysia) and
has expressed concerns about regulatory burdens in Europe & USA acting against a level
playing field. Onshore oil refining is concentrated at major estuaries, and the downstream
chemical production generated by refineries tends to be located nearby. There is a tendency
for the larger companies to operate worldwide because in the current competitive climate
companies are striving to gain product differentiation, therefore research and development
needs to be maintained and companies which

The Chemicals & Downstream Oil sector works with industry stakeholders to improve
relationships with competent authority partners to support regulatory efficiency, and to
develop a regulatory programme to underpin the major hazard Public Services Agreement
target.

Offshore Oil & Gas:

The UK offshore sector has been one of the worlds largest producers of offshore oil and gas
since the early 1980s, but is moving into a steadily declining discovery & production phase
with installations approaching the end of their design life, the same time as operators looking
for novel means of recovery of hydrocarbons from marginal fields &, increasingly, cost
reducing measures as profitability declines.

The rate of change of the offshore industry is possibly faster than any other industry at this
time. A small number of major oil companies, having a common management system over a
large number of installations, are now giving way to smaller and frequently new operators.
This, combined with such matters as: increased use of contractors; cost cutting; skills
shortages; an ageing workforce; multi-tasking and multi-skilling; increased gas production;
and installation ageing and abandonment issues, means that there is a continued need for
effective intervention by an operationally fit regulator.
The Offshore Oil & Gas sector identifies trends, manages the risks to HSEs reputation in the
offshore industry, and works with stakeholders to develop programmes in support of the major
hazard PSA and other targets.

With sustainability as the key issue facing the industry, a DTI Minister led forum known as
PILOT (includes representatives from industry, Trade Unions, Treasury and HSE), aims to
secure steady and high direct investment and hydrocarbon production. The sustainability
effort raises many issues for HSE. With its encouragement, PILOT has adopted a vision for
the UK to be the worlds safest offshore sector by 2010. One of the terms of reference for the
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programme, endorsed by the Energy Minister, is for HSE to work in partnership with
employers and workforce to secure delivery of the vision.

Gas & Pipelines:

The gas supply system has been the subject of significant liberalisation in recent years, new
economic regulators have been introduced, and new operators have sought to improve the
profitability of existing ageing networks. This process continues with proposals for further
major restructuring of the gas distribution networks. Safety issues related to security of supply
compound these changes. The objectives of the much wider range of players have not always
been entirely consistent with maintaining safety standards.

The Gas & Pipelines sector works to assess the potential public safety impact of the tensions
within the supply system, to act as voice of balance in cross Government debate, and to
support the major hazard PSA target.

Explosives:

HSE carries out a programme of inspection work at explosives, acetylene and ammonium
nitrate sites to ensure compliance with statutory provisions.

Recent European incidents have the led to a review of the hazards arising from the storage of
explosives and ammonium nitrate.

The Explosives sector has the knowledge and expertise to contribute to international &
national developments to improve safety in these areas, also to further develop UK strategies
and guidance to sustain HSEs and Local Authorities interventions to protect worker & public
safety.

Mines:

The deep coal mines sector has been through a period of substantial closures and
fragmentation of the industrys traditional structures, with an associated rising concern from
employee stakeholders about the impact on health and safety. Consequently Ministerial
interest is at times focussed disproportionately on this small but potentially high hazard
industry, not least from the DTI inheriting British Coals liabilities for occupational disease
claims. International and national health & safety infrastructures are being supported through
a difficult period of transition to ensure that safety standards are not compromised.

The Mines sector works with the key stakeholders within the industry and across Government
to ensure that health & safety standards are maintained in a shrinking deep coal mine sector
where cost cutting pressures, loss of industry expertise, and reduced infrastructure support
are likely to be quickly realised in a highly political sector extremely sensitive to any reduction
in standards.

Diving:

This industry has a high fatal accident rate attracting parliamentary interest, is very diverse in
operator character, and has varying safety standards across the range of activities within the
industry sector.

The Diving sector works with international/national stakeholders to develop strategies,
guidance, and standards to target improvements in the health & safety performance.

Corporate Topics

CTG 5:

The Units primary work areas are fire and explosion prevention and pressure systems
integrity.

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In spite of new regulations and improved technology, traditional problems continue to beset
industry. Accidents and incidents continue to occur across the whole spectrum of activities,
but particular examples include LPG, highly flammable liquids, exposable dusts, failure of
steam and air plant, and problems with the use of highly established technologies in new
application areas such as sewage sludge drying in the water industry. Very often these
incidents occur because of lack of knowledge of the hazards, lack of awareness of the
extensive guidance and advice available, failure to assess risks and to take basic
precautions, lack of inspection, poor maintenance, human frailty, and failure to learn from the
experience of history.

There is a slow but steady increase in the use of natural gas as a cleaner alternative fuel for
public transport and distribution companies. Similarly fuel cell technology and the hydrogen
economy are rapidly gaining momentum. Natural gas as a domestic fuel continues to cause
injury and death when its use is not properly controlled.

CTG 6:

This group covers the topics of biological agents and genetic modification.

The work continues to have a high profile with the public and media. Activities are seen as
having the potential to deliver health benefits and wealth creation to the UK and the safe
development of the technology whilst maintaining public confidence is seen as vital to UK
interests.

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HIDs activities
Output Performance Measures
For 2005/2006 HID, along with other Operational Divisions, are required to meet the targets
set for five performance based OPMs which relate to operational productivity and report
progress on a quarterly basis:
OPMA - 100% of safety cases etc processed to published timescales and quality standards;
OPMB - 100% actual time/resource committed to strategic programme as a proportion of that
planned;
OPMB2 47.5% of total resources spent on frontline activity
OPMC - 90% complaints investigated;
OPMD - 97% incidents that meet mandatory criteria investigated.


PLAN
OPMA
Number of safety cases etc processed 261
Number of safety cases etc processed to time and quality standards 261
OPMB
Actual time/resource committed to strategic programmes as a portion of that planned 205 staff years
OPMC
Total number of complaints reported 200
Total number of complaints followed up 180
OPMD
Total number of incidents reported 3850
Total number of incidents that meet HSC criteria 185
Total number of incidents that meet HSC criteria and were investigated 180
Major Hazard Strategic Programme

Means of delivering improved productivity and efficiency

HID's operating plan has been developed in conjunction with strategic programme managers
to focus resources on front line activities and the delivery of PSA targets. Each Divisional
plan is based upon optimum utilisation of inspectorate and business support staff through
progressively increasing the movement of resources to the workstreams that directly
contribute to the delivery sub programmes. Progress in achieving this delivery is monitored
quarterly by the Directorate Business Improvement Board which advises the management
board of any adjustments that are required to keep productivity on track.

The HID contribution to major hazards strategic programme consists of a number of sub
programmes that are industry specific. The sub programmes are COMAH, offshore oil
industry, onshore sub and non-COMAH, gas conveyance and pipelines, explosives, mines
and biological hazards. The Directorate will also contribute to the strategic work programme
on cross cutting issues and societal risk.
304 staff years per year are to be allocated to the overall major hazards strategic programme
by the Directorate. This will be made up of 99.1 dedicated to the PSA 2 delivery
programmes, 5 to overarching work strategic programmes and 198.4 sub programme staff
days for the work to deliver the regimes to control major hazards.
In completing work under the major hazards programme chargeable work will result this
leading to recover income of 4M under COMAH, 8.6M under offshore and 150,000 under
Gas.






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PSA 2 Programmes

HID will contribute to the targets set for PSA2 that make up the reduction of hydrocarbon
releases offshore and the reductions of onshore specified RIDDOR incidents at COMAH
sites.

The offshore target is a 10% year on year reduction in hydrocarbon releases against a
2001/2002 base line. A significant part of the Offshore Divisions key programme Installation
Integrity will contribute to the PSA 2 programme, as will the work streams of safety case
assessment, proactive inspection, investigation of accidents and incidents and work with
external stakeholders.

Onshore a 15% year on year reduction on 2001/2002 base line for nominated RIDDOR
incidents at COMAH sites will be the target. The work streams of assessment, proactive
inspection, investigation of accidents and incidents, and stakeholder communications will all
contribute to this programme.

HID Sub Programmes

The resources to be allocated to each of these are outlined in Annex 1 and constitutes the
majority of the work HID will carry out under the major hazards programme. In addition to
underpinning the efforts for the PSA2 programme contributing work streams in the sub
programmes are aimed at

Delivering the targets for successful completion of safety cases ,safety reports and other
permissioning statutory duties
Reducing the likelihood of loss through the failure of safety critical elements
Reducing the risks to those in occupied buildings
Reducing of 15 % in incidents relating to offshore drilling and deck operations
Investigation of incidents and accidents at MH sub programme sites.
Preparing and taking criminal prosecutions and the preparation and issue and monitoring of
notices in with HSE enforcement policies.
Engagement with stakeholders and industry to develop joint guidance, and standards.

Work streams under which staff activities include assessment , proactive inspection,
investigation incidents and complaints and enforcement.

Measurement

Assessment. Four aspects of safety cases/report assessment are monitored electronically ,
numbers outstanding against numbers closed, whether the process was done to time,
monitoring against milestones within the assessment period and individual topic assessment
and the quality of the process and output. Issues raised under assessment are incorporated
into an intervention plan or identified as post inspection topics. Under COMAH the issues are
monitored at local level by team leaders/ Heads of Units. Offshore PAITs are monitored by
the topic manager on the OG core system.

PSA 2 targets have been incorporated into the HSE balanced scorecard and are monitored
on a quarterly basis with a traffic light warning system.

Inspection. Progress towards HID target inspection activities are reported on at Divisional
management meetings. Reports are run giving progress of actual resource against planned
resource on a monthly basis. Variances are discussed at a quarterly basis at the Directorate
management Board and actions taken to bring about the required changes.

Investigations. This activity is monitored using the OG core work recording systems in order
to report against on OPM targets. Heads of Divisions monitor progress on a monthly basis
and take the appropriate actions.

Enforcement. This is also monitored on the OG core system. The details and outcomes of
prosecutions are entered, also the type of notice and level of compliance. OG core is sued to
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inform PEFD of any costs awarded in court and therefore due to HSE and is separate from
the mainline income stream.

Risks

The main business risks are considered to be :
Lack of robust processes leading to inappropriate proportionality and lack of consistency in
decisions for safety case / report assessment.
Reduction in funding/ resource and shortage of specialist expertise.
Major incident investigation which may divert resources from other work streams
Provision and maintenance of adequate tools, guidance and standards to support the
regulatory process.
Failure to respond appropriately to major incident or civil emergency
Failure to achieve key operational outputs and outcomes
Poor customer relationship management on operational issues
Staff not sufficiently well trained
Significant errors in judgement in inspection
Insufficient consultation with EA, SEPA, operators, duty holders, trades unions and industry.
Goals set by HSE divert resources away from preventing major hazard incidents and
accidents.
Incorrect priorities to deliver programme work streams.

Measures have been put in place to control and minimise those risks which are directly under
the control of HID by its management board, Divisional structure, procedures and processes.
Those that lie under the jurisdiction of the Strategic Programme Director and HSE are
covered by measures taken under corporate business risk management.

FIT3 Strategic Programme

Introduction

The Directorate major hazards strategic programme for 2004/05 was the combination of
individual divisional operating plans which did not provide any differentiation between MH
components, occupational health issues and conventional safety topics. Planning instructions
for 2005/06 and beyond called for the major hazards elements only to be allocated into the
associated strategic programme and all occupational health and conventional safety issues to
be set against the Occupational H&S strategic programme or what has now been named the
FIT 3 programme.

Resource Allocation for 2005/06

HID has identified resources in the operating Divisions of the Directorate that will be able to
make targeted input to several of the specific injury incident and ill health reduction
programmes that make up the overall FIT3 strategic programme. Programmes that the
operating divisions will participate in will include slips and trips, falls from heights, workplace
transport, stress and MSD. Inspecting teams will also, through Divisional occupational
health initiatives, put resources into sector specific issues to target potential problems such as
such as manual handling, noise and HAVS, legionella, asbestos, respiratory dust and
dermatitis.

In addition to dedicated programme input inspection teams will, on a reactive basis, continue
to deal with issues that fall under the general remit of PSA1 incidents or could be classified as
precursors to PSA1 incidents.

30 years of staff resource will be delivered into the FIT 3 programme and reactive work on
meeting PSA1 targets.




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Delivery in 2005/06

Prior to 2005 a dedicated Directorate team provided occupational health support. For the
work year 2005/06 and beyond this team will be located in FOD and will continue to provide
some support, direction, focus and assistance to HIDs inspection teams. On the advice of
this occupational health team, briefing packs have been ordered for each inspection team for
the priority programmes under FIT3. During 2005/06 each team will bring themselves up to
speed using these briefing packs and use them as catalysts to engage their duty holders on
health and safety topics. As the role and contribution that Regulatory Contact Officers can
make in direct support to front line operational work increases they will begin to play an
increasing part in raising conventional H&S issues with duty holders through 2005/06 and
beyond. Emphasis during 2005/06 will be placed on working with external stakeholders to
raise awareness of health and injury reduction issues in the main FIT 3 programme areas.

Resource allocation for 2006/08

Further discussions will be held with FIT3 programme managers in 2005/06 to develop closer
methods of integrating with the programmes as they develop.

MEASUREMENT

Directorate inspection teams will liaise with individual programme managers to ensure there is
interchange and feedback of the work being done, any examples of good practice observed
and lessons that have been learned.

It is anticipated that the introduction of COIN during 2005/06 will provide a more reliable tool
to record resources allocated to individual programme working and provide better quality data
for future resource deployment. The changes made to OG Core, until COIN release, should
go some way to providing a better level of measurement under the new breakdown of
resource.

Risks

The main business risks are considered to be :

1. Reduction in funding/ resource and shortage of specialist expertise.
2. Major incident investigation may divert resources from other work streams.
3. Provision and maintenance of adequate tools, guidance and standards to support the
regulatory process.
4. Failure to achieve key operational outputs and outcomes.
5. Poor customer relationship management on operational issues.
6. Staff not sufficiently well trained.
7. Significant errors in judgement in inspection.
8. Insufficient consultation with operators, duty holders, trades unions and industry.
9. Incorrect priorities to deliver programme work streams.

Measures have been put in place to control and minimise those risks which are directly under
the control of HID by its management board, Divisional structure, procedures and processes.
Those that lie under the jurisdiction of the Strategic Programme Director and HSE are
covered by measures taken under corporate business risk management.
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HID Core Work

HIDs core work is described under the following categories:

Operational Policy and Standards
Business Improvement, quality and Information Management
Horizon Scanning and Impact Analysis
Science and Innovation
Guidance, Information and Advice
Management of Resources
Delivery of Training

Operational Policy and Standards

Given the primary nature of HIDs core business of regulating high hazard industries, the
major focus of operational policy including sector activity is in support of major accident
prevention and mitigation of safety aspects of maintenance of energy supply in these industry
sectors; chemical manufacturing & downstream oil, off-shore oil & gas, gas & pipelines,
explosives, mining and diving.

This work stream includes:

the fundamental review of Land Use Planning spend to save project
work undertaken by HIDs Corporate Topic Groups to provide a technical back-up to
Directives on Regulations and their associated AcoPs and guidance. Also contribute
to the development or revision of BS, CEN and ISO standards.
Divisional strategy work in direct support of HIDs key field programmes

Measurement

HID will make a significant contribution to HSEs major Hazards Strategic programme through
a number of sub programmes designed to meet specific targets allocated under PSA2.
Output performance measures have been set for a number of objectives such as safety cases
and reports assessed, inspections, investigations and complaints. Operatinal policy and
standards underpins both development and delivery of this programme work. Progress is
checked monthly by both Divisional Management Boards and HID Management Board.

Risks

This workstream acts as a control measure to the following risks:

lack of robust, consistent enforcement decisions
failure to respond appropriately to major incidents or civil emergency
failure to achieve key operational outputs & outcomes

Business Improvement, Information and Quality Management

This workstream is about ensuring effective information management, continuous
improvement in business processes and sharing knowledge and good practice, it covers:

HIDs auditing and benchmarking review programme;
HIDs business improvement and business risk management programmes
Data knowledge and information management

Measurement

HID has a Business Improvement Board which monitors BI activity. We also report our
programmes and successes to BEU. HIDs Business Risk Matrix is monitored by HIDs
Management Board.
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Delivery of the formal Audit & Review programme is monitored by HMB. For Data Knowledge
and Information Management, a programme of planned and reactive work is measured
against targets agreed with internal and external clients.

Risks

This workstream acts a control measure for the following HSE risks:

failure to demonstrate effectiveness;
information mismanagement

Horizon scanning and Impact Analysis

A corporate resource providing level 3 and horizon scanning support on Human Factors to all
parts of HSE. This area of work is becoming increasingly important and the group is actively
engaged in working directly with COSAS, strategic programme and pooling managers to
ensure the growing demand for HF expertise and knowledge is effectively used throughout
HSE.

Operational intelligence plays a key part in ensuring HIDs plans are based on the sound
understanding of the health and safety situation. Impact analysis measurement of the effect
HIDs key projects and approaches have on improving health and safety performance.

Measurement

Horizon scanning as an activity is not amenable to conventional performance measures
because the output is dependent on third party activities being there to be spotted. However,
the process of horizon scanning is carried out as planned project work, and the operation of
this process can be monitored.Delivery of HIDs itemised evaluation programme (which may
span several years for some projects) can be measured numerically by the extent of delivery
against that programme. The programme itself is monitored and updated regularly.
Measures to assess the impact of any particular project are built into the detailed evaluation
plan for that work.

Risks

This workstream acts as a control measure against the following HSE risks:

failure to deliver the strategy
failure to demonstrate effectiveness
failure to plan and target resource use for delivery

Science and Innovation

Research projects and scientific support projects in support of Major Hazards Strategic
programme. Also, work carried out by CTGs in HID who through collaboration with HSE,
other Government Depts and Industry, will identify areas of common interest for development.

Measurement

Chief Scientists Unit is developing cross Block Performance Indicators based on the
Balanced Scorecard approach.

Risks

This workstream acts as a control to the following HSE risks:

Failure to deliver the strategy;
information mismanagement



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Guidance, information and advice

This work stream relates to all advice and information provision (chargeable and non-
chargeable) including response to official enquiries and guidance provision covering:
response to enquiries from stakeholders, authoring and reviewing internal and external
guidance; author support; guidance, maintenance/quality procedures and CTG guidance to
internal and external stakeholders

Measurement

The amount of work carried out towards this workstream is monitored by HIDs work recording
systems.

Risks

This work stream acts as a control measure for the following HSE risks:
failure of partnership working

poor public image
poor relationship with key stakeholders
poor internal communications

Resource Management

This work stream contributes to managing resources effectively and covers all finance,
planning and strategy work, including cost recovery work undertaken in the Directorate

Measurement

Resource management is monitored by HIDs HMB and HSEs Budget and Strategic Planning
Units. We give detail of our progress against planned activity to HMB each month and
quarterly to HSE SPU an OPSD. Each month the HID Management Board is given details of
our cost recovery, so they can monitor the progress against the cost recovery plan.

Risks

This work stream acts as a control measure to the following HSE risks:

Failure to plan and target resource use for delivery
Insufficient resources available
Poor control of resources and financial loss

Delivery of Training

Staff Management and Training -this workstream covers the work undertaken to ensure we
have the right people in the right place and that they are equipped with the necessary skills
and competencies to carry out their roles and their health safety and welfare is properly
protected

Measurement

Resources against this activity will be monitored by COIN.
The following performance measure is specific to HID training courses:

At least 95% of Objectives fully met on HID Organised training courses.

Risks

This work stream acts as a control measure to the following HSE risks:

Shortage of competent staff

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HID Budgets
HID 2005/2006 Budget

HID Budget 2005/2006 2005/06
k
Staff years 591
Payroll Costs 27,524
[A] Total Payroll Costs 27,524
Travel & Subsistence 2,187
Official Vehicle Running Costs 198
Permanent Transfer Costs 160
Training & Conferences 547
Communications 78
Consumables 48
Staff Substitutes 525
Legal 320
[B] GAE 4,063
[D] Total Admin Costs 31,587
Non Cap Equip & Consumables 67
Testing 3
[E] Total Programme 70
[F] Total Gross Expenditure 31,657
Explosive Licence -80
COMAH -3,700
Gas Transportation -150
Offshore Safety Case Insp -8,600
Statutory Fees Regs -130
Prosecution Costs -320
[G] Operating Income -12,980
[I] Total Income -12,980
[J ] Net Resources 18,677


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HID 2005/2006 Budget breakdown across workstreams



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STAFF YEARS 316 82 122 19 52 591
PAYROLL 53% 14% 21% 3% 9% 100%
Travel & Subsistence 72% 19% 3% 1% 5% 100%
Official Vehicle Running Costs 72% 19% 3% 1% 5% 100%
Permanent Transfer Expenses 72% 19% 3% 1% 5% 100%
Training & Conferences 62% 17% 15% 1% 5% 100%
Communications 100% 100%
Consumables 53% 14% 21% 3% 9% 100%
Staff Substitutes 96% 1% 1% 1% 1% 100%
Legal 79% 21% 100%
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